Ledarskapsstrategier för AI-implementering och organisatoriska hinder

Abstract

Implementation of AI in organizations comes with both opportunities and obstacles. This study was conducted to improve the understanding of how such obstacles may be handled and to explore what expectations are set on leaders who wish to adopt AI. Previous studies have identified obstacles and catalysts for successful AI implementation, however, the knowledge of how leaders handle these obstacles in Swedish organizations is limited. Likewise, the strategies which are important to promote long-term adoption and cultural acceptance constitute a knowledge gap. This study aims to bridge this gap and explore which organizational obstacles are perceived as most problematic and which leadership strategies are most crucial for successful AI adoption. The study uses a qualitative research method and applies an abductive theory approach in combination with empirically conducted semi-structured interviews with managers and leaders who have AI implementation experience in Swedish organizations. The four main obstacles identified were misalignment, lack of curiosity, technology quality, and organizational structure. The findings suggest that the most important strategies concern how leaders create the conditions and opportunities for employees and the organization as a whole, rather than relying on large initial investments or formal training. Instead, a continuous focus on organizational culture, employee engagement, and practical learning is required to effectively address the identified obstacles.